Dir, Project & Programme Management

COLLINSON (SINGAPORE) PTE. LTD.; Singapore; On-site; SGD 120,000 - 160,000; Full time

Job summary

COLLINSON (SINGAPORE) PTE. LTD. in Singapore is seeking a senior Delivery Leader to head a ~50-person PM function, driving Gold Medal platform migration and elevating PM standards.

The role combines hands-on delivery leadership with transformation expertise, building robust governance, improving planning, and ensuring alignment across Technology, Product and Transformation Office. You will engage executives, manage cross-functional teams, and deliver outcomes with accountability and rigorous

Qualifications

• Substantial experience leading large PM functions in complex, multi-programme technology or platform transformations.
• Proven track record of improving PM function quality and delivery outcomes.
• Deep expertise in agile methodologies (Scrum, SAFe, Kanban or equivalent).
• Strong capability to design governance across both agile and waterfall contexts.
• Ability to engage senior and executive stakeholders and drive change.

Responsibilities

• Lead ~50 project and programme managers across four workstreams: client migrations, product & platform, consumer registration, and billing transformation
• Hold the PM function accountable for outcomes and drive proactive escalation of blockers
• Ensure agile ceremonies, sprint planning, and delivery cadences run effectively across squads
• Partner with the Transformation Office to align project status with governance and board reporting
• Manage resource allocation balancing execution priorities with capacity and capability

Skills

Delivery leadership

Agile methodologies

Waterfall & hybrid delivery

Stakeholder management

Executive communication

Change management

Job description

Purpose of the job

This role carries two interconnected mandates: leading all project and programme management delivery across the organisation - a team of nearly 50 people executing Gold Medal, Collinson's flagship platform migration - and fundamentally raising the standard of how project and programme management is practised across the business. Poor PM practices has been identified as a root cause of Gold Medal's delivery shortfall. This role exists to fix that comprehensively while driving delivery execution at pace. It requires both a hands-on delivery leader capable of running a large delivery organisation and a transformation professional who can rebuild a function from the inside.

Key Responsibilities

Delivery Execution

• Lead ~50 project and programme managers executing Gold Medal across four workstreams: client migrations, product & platform, consumer registration, and billing transformation
• Hold the PM function accountable for delivery outcomes, not status reporting - drive a culture where PMs own results and escalant blockers proactively
• Ensure agile ceremonies, sprint planning, and delivery cadences are running effectively across squads; intervene where practice is poor
• Partner with the Transformation Office to ensure project-level status feeds accurately into programme governance and the Transformation Board
• Manage resource allocation across the team, balancing execution priorities with capacity and capability constraints

Methodology & Standards Improvement

• Assess current PM methodology, controls, planning standards and tooling; design and implement a measurable improvement plan
• Define a new delivery standard- covering requirements intake, detailed planning, dependency and risk management - applicable across both agile and waterfall contexts
• Strengthen agile practices across delivery teams: sprint hygiene, backlog management, velocity tracking, definition of done, and the link between sprint output and programme commitments
• Work with Technology, Product and the Transformation Office to build an integrated end-to-end delivery process, eliminating handoff gaps that have contributed to failure
• Mandate planning at the right level of detail; evaluate and introduce AI and tooling to improve delivery management capability

People & Capability

• Rapidly assess the team; make decisive decisions on retention, development, redeployment or exit without disrupting delivery continuity
• Restructure as required to align skills and seniority to Gold Medal demands; build a high-performing function with strong professional standards and a culture of ownership
• Define career development and progression frameworks; attract and retain strong delivery talent

Cross-functional Leadership

• Partner with Technology and Product leads to align PM practice to engineering and agile delivery realities
• Bring senior leaders in Product and Technology on the journey - building understanding and buy-in for new ways of working, and creating a shared ownership of delivery outcomes across functions rather than siloed accountability
• Communicate effectively at executive level - translating complex delivery realities into clear, honest narratives for C-suite and Programme Exec Owners, and influencing senior stakeholders who do not have a delivery background
• Collaborate with the Director, Transformation Office on governance and reporting standards - the PM function must be a reliable source of accurate delivery intelligence
• Provide the VP, Transformation Delivery and Programme Exec Owners with a direct and honest assessment of delivery health at all times

Knowledge, skills and experience required

• Substantial experience leading large PM functions in complex, multi-programme technology or platform transformation environments
• Proven track record of improving PM function quality - not just managing it, but raising the standard of how it operates
• Deep expertise in agile methodologies (Scrum, SAFe, Kanban or equivalent) - able to assess whether agile practice is genuinely embedded or superficially adopted, and drive meaningful improvement at team and programme level
• Strong grounding in waterfall and hybrid delivery; able to design methodology and governance that works across both
• Experience diagnosing delivery failure and implementing structural, process and people changes to recover programmes at pace
• Uncompromising on planning rigour - the difference between a real plan and a schedule, and will not accept the latter masquerading as the former
• Credibility and confidence to hold senior programme managers and stakeholders to account
• Experience managing, restructuring and developing large delivery teams through significant change
• Excellent communication - able to translate delivery complexity into clear, accurate status for senior leadership
• Proven experience managing and influencing senior and executive-level stakeholders - able to engage confidently at C-suite level, navigate competing priorities, and land